With the dynamic degree of the organizational environment and the complexity of the task significantly increased, the success of the organization and the acquisition of competitive advantage mainly depend on the positive planning and initiative of employees to promote innovation.Nowadays, the new generation of employees, represented by the post-90s generation, is gradually becoming a new driving force in organizational development and an important group to promote the sustainable development of enterprises.It is an important question for the current human resources management of enterprises of how to encourage the new generation of employees to produce innovative proactive behavior and unleash the momentum and vitality of this group.However, proactive behavior in the context of innovation is a process full of high risk and high uncertainty, and the occurrence of errors is difficult to avoid completely.At this time, the attitude and way of the organization towards errors will affect the attitude and behavior of employees.Since few scholars have studied the impact of organizational culture on innovative proactive behavior, it is of great significance to explore how to improve innovative proactive behavior of new generation employees from the perspective of error management culture.#br#On the basis of social cognitive theory and proactive motivation model, this study takes the process of "environment cognition behavior" as the analytical framework, and introduces thriving at work to explore the internal mechanism between error management culture and innovative proactive behavior of new generation employees.Meanwhile, it develops a three-way interaction model to discuss the boundary conditions of the effect of error management culture on innovative proactive behavior of new generation employees by including task complexity and promotion focus.Through the hierarchical regression analysis, the process mediating effect test and the bootstrap test on a sample of 766 new generation employees, the empirical study shows that thriving at work partially mediates the positive correlation between error management culture and innovative proactive behavior of new generation employees.When tasks are highly complex and employees are of promotion focus, error management culture has the strongest positive correlation with the innovative proactive behavior of the new generation of employees through thriving at work, and the three-way interactions among error management culture, task complexity and promotion focus are significant.#br#The paper contributes to the present studies in three aspects.First, it discusses the mechanism of error management culture on the innovative proactive behavior of the new generation of employees, providing a new theoretical perspective and entry point for understanding the emergence of innovative proactive behavior.Secondly, it verifies the intermediary role of thriving at work between the error management culture and the innovative proactive behavior of the new generation of employees, and provides a new interpretation path for the impact of error management culture on the innovative proactive behavior of the new generation.Finally, it explores the impact of the three interactive effects of error management culture, task complexity and promotion focus on the innovative proactive behavior of the new generation of employees, which to some extent makes up for the lack of attention paid to multiple boundary conditions in previous studies.#br#In practice, it provides reference for the organization to treat errors correctly and guide the new generation of employees to have positive psychology and behavior.Enterprises should take measures to establish a positive error management culture, combine error control with error learning, so as to stimulate the vitality and momentum of the new generation of post-90s employees, enhance their thriving at work, reduce negative emotions and encourage active learning.In addition, enterprises should cultivate and shape employees' promotion focus through targeted internal training and daily management, and take measures such as job enrichment, appropriate authorization, and updating work content to increase the task complexity of promotion-focused employees.#br#
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